“A ‘communication’ is a finely choreographed proposition that should unwind assumptions, reveal misconceptions, distill the essence of various desires, and be an analysis of what’s actually present, or not.”
Analysis
Analysis is the process of gathering data, organizing facts and weighing anecdotal information to 1. develop insight 2. gain wisdom, and 3. apply new knowledge.
Analysis illuminates everything from personal beliefs to mechanical breakdowns.
Analysis is crucial to finding a solution that will work long-term.
If you skip this step, it’s like ‘dancing through’ an injury: unless you stop and take the time to understand what is structurally wrong and do something to fix it, that relatively minor strained tendon can turn into a constantly nagging, lifelong problem.
“I could trust Lise to pinpoint gaps, assess and propose solutions, talk to anyone, convene and manage effective cross-functional teams, and write up the processes, policies and procedures that meant it all got implemented.”
Short Case Studies
The Business Case for a Legal Department
PROBLEM: This organization had grown extremely quickly and operations were managed ad hoc—mission was the priority, how mission was accomplished less so. Pro bono attorneys were doing great work supporting key organizational initiatives but had no central point of contact. Along with being a risk management issue organizationally, the situation led to many daily frustrations and lowered morale for key operational staff.
DESIRED OUTCOME: To create an in-house legal department that could utilize pro bono expertise as needed, be an on-call internal resource and thought partner, reduce organizational risk through educating about and supporting compliance and key policies, and help guide the organization into a better position to retain and protect its employees.
SOLUTION: A comprehensive strategy that began with facilitating the researching and implementing a document management system, centralizing communication with pro bono counsel, researching the full portfolio of legal issues and working with leadership on prioritizing risk.
All of this was then formalized into a strategic planning document that laid out the ROI of in-house counsel to each department and the organization overall. This was added to the annual planning process and brought leadership on board. The process from initial analysis to hiring of a GC and a paralegal took approximately 18 months, due to the annual planning schedule.